Browsing by Author "Thakhathi, D.R."

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    Administrative Theories: PUB 512, Honours Examinations June 2023
    (University of Fort Hare, 2023-06) Thakhathi, D.R.; Mzini, L.B.
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    Public Community Leadership: PCL 121, Supplementary Examinations January 2019
    (University of Fort Hare, 2019-01) Ndlovu, M.A.; Thakhathi, D.R.
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    Public Health Governance and Legislation: PUG 800E, Degree Examinations November 2019
    (University of Fort Hare, 2019-11) Thakhathi, D.R.; Ntlangula, M.; Mzini, T.
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    Public Health Governance and Legislation: PUG 800E, Supplementary Examinations January 2020
    (University of Fort Hare, 2020-01) Thakhathi, D.R.; Ntlangula, M.; Mzini, T.
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    Public Health Policy Management: PUP 800E, Degree Examinations November 2019
    (University of Fort Hare, 2019-11) Thakhathi, D.R.; Moko, S.; Nkuna, N.
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    Strategy-Implementation: A critical assessment of the application of integrated risk management in the implementation of Eastern Cape Province Provincial Growth and Development Strategy (ECPGDS),
    (University of Fort Hare, 2012) Tshayingca-Mashiya, Ntsiki (Nontsikelelo) Valencia; Thakhathi, D.R.
    Strategy implementation has been recorded as a key challenge in today’s organizations. Soft, hard and mixed factors influence the success of strategy implementation; ranging from the people who communicate or implement the strategy, to the systems or mechanisms in place for co-ordination and control of the strategy. In 2004, the Eastern Cape Province launched the Eastern Cape Growth and Development strategy (ECPGDS), which was to be implemented by Public sector, private sector and non-governmental organisations jointly. Government departments of the Eastern Cape Province were assigned a role of leading the implementation of the ECGPDP. Best Management practices internationally require that when a new strategy is developed, with a resultant programme for implementation, there must be a corresponding risk management policy, together with a risk management strategy that are designed concurrently with that new programme so as to ensure achievement of the new the programme objectives. Eastern Cape Government departments have been struggling in management of risk and are recorded as making slow progress in this regard. The aim of this study is to critically assess the application of Integrated Risk Management in the implementation of the Eastern Cape Growth and Development Strategy (ECPGDS). The following are the study objectives: (a) to identify the extent of application of risk management in the implementation of the ECPGDS; (b) to establish the risk profile of the ECPGDS; (c) to develop a baseline implementation risk matrix for the ECPGDS; (d) to develop a Model of Integrated Risk Management for the ECPGS for use by Government departments in the Eastern Cape Province. A mixed strategy of both qualitative and quantitative approaches was utilized in the study. The study sample comprised of: Clusters of Government and Administration in the Eastern Cape Province; big departments; small departments; and specialists in the area of strategic planning, programme and risk management. The study findings include the follows (a) limited, ad-hoc and unintentional application of integrated risk management in the implementation of the ECPGDS; (b) limited understanding of risk management by the strategic planners in government; (c) limited involvement in ensuring integrated risk management by managers in their departments; (d) limited or no formal training in risk management by most strategic managers; (e) no or limited integration of ECPGDS risk management and strategy between the years 2004 and 2008. General conclusions for the study include the following (a) limited application of integrated risk management in the implementation of the ECPGDS and plan as well as daily management practices (b) limited awareness by Strategic Managers at strategic, tactic levels of risk policy implications; (c) non existence of risk register for ECPGDS and PGDP; (d) non- integration of risk indicators in the monitoring and evaluation framework of Eastern Cape Government departments; (e) no baseline risk profile for the ECPGDS; (f) non existence of structures for discussing lessons learnt in the implementation of the ECPGDS; and (g) no evidence of structures for joint monitoring of the PGDPs risk for all implementing departments. Study recommendations include: (a) a need to adopt an integrated risk management strategy by the Eastern Cape Province;(b) an undertaking of a risk assessment to the objectives of the ECPGDS; (c) a formal training in risk management for the Eastern Cape Government strategic managers; (d) the inclusion of risk management in public management studies; and (e) the adoption of the proposed Conceptual model for risk management framework of the ECPGDS for use by Government departments in the Eastern Cape.
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    Utilization of Public- Private Partnership to improve quality of healthcare services: Mangaung Metro, Free State
    (University of Fort Hare, 2025) Jumba, Nwabisa; Thakhathi, D.R.
    Introduction: In both developed and developing nations, the cost of providing healthcare has been rising exponentially in recent years. Governments all across the world are looking for new ways to cut costs and expand the capacity of social programmes while making substantial infrastructure investments. Public-private partnerships (PPPs) have gained popularity throughout the world as a means of enhancing the delivery of health care services. Aim: This research aimed to find out how the Free State Department of Health is using public-private partnerships to improve health care quality, and whether partnerships have the potential to improve access, quality, and efficiency in health care. The study focused on exploring and describing the utilization of Public-Private Partnership in improving the quality of health care services in the Free State Province, using the Universitas-Pelonomi PPP projects. Methodology: An explorative qualitative study was conducted using an open-ended interview, semistructured interviews. 18 participants were sampled using snowball sampling was used to sample participants from government and private sector with experience in the UniversitasPelonomi PPP project. Thematic analysis was used to analyse the collected data. Findings: Three themes with six sub-themes were identified. The study findings revealed that PPP have the potential of increasing access to quality health service provision, to close the gap in the public sector. Furthermore, PPP led to attraction and retention of skilled professionals. PPP in healthcare could be enhanced by strengthening contract management, having a dedicated unit for evaluating and accountability, as well as enhancing governance structures. PPP should have a dedicated line item in the budget for effective rollout. The issue of having a legal team to cater for the needs of the government during contract formulation was highlighted as well. Inadequate specific contract management, governance and evaluation systems were identified as identified as the major challenges followed in the Universitas-Pelonomi PPP project. The study recommended that FSDoH should develop the PPPH unit to have the capacity of carrying out the enormous task of conceiving, engaging, implementing and monitoring partnership projects. Other provinces wishing utilise PPP to improve on health care service delivery should use the lessons from the Universitas-Pelonomi PPP to effectively implement this partnership.